• 21st Century leadership through the batteries of change

      Letens, Geert; Verweire, Kurt; De Prins, Peter; Letens, Geert; Verweire, Kurt; De Prins, Peter (ESTIEM, 2018)
    • A closer look at the productivity advantage of foreign affiliates

      De Backer, Koen; Sleuwaegen, Leo; De Backer, Koen; Sleuwaegen, Leo (2005)
    • A resource dependence, social network and contingency model of sustainability in supply chain alliances

      Shymko, Yuliya; Diaz, Angel; Shymko, Yuliya; Diaz, Angel (2012)
      application of other theoretical lenses originating in diverse management disciplines.
    • A thaw between giants

      Lal, Rollie; Lal, Rollie (2003)
    • Advancing the Country Image Construct: Reply to Samiee's (2009) Commentary

      Zeugner - Roth, Katharina; Diamantopoulos, Adamantios; Zeugner - Roth, Katharina; Diamantopoulos, Adamantios (2010)
    • Barometer van het concurrentievermogen van de Vlaamse economie

      De Backer, Koen; Sleuwaegen, Leo; De Backer, Koen; Sleuwaegen, Leo (2003)
    • Barometer van het concurrentievermogen van de Vlaamse economie

      Sleuwaegen, Leo; De Backer, Koen; Sleuwaegen, Leo; De Backer, Koen (2003)
    • Cascading Contingent Protection and Vertical Market Structure

      Sleuwaegen, Leo; Belderbos, Rene; Jie A Joen, Clive; Sleuwaegen, Leo; Belderbos, Rene; Jie A Joen, Clive (1998)
      Cascading contingent protection may occur when protection of an upstream industry transfers injury to the downstream industry and increases the likelihood that this industry asks and receives protection. Cascading protection within a sequential petitioning model where the upstream industry acts as leader is examined. The analysis identifies market structure and the vertical linkage between the upstream and the downstream industry as important determinants of the occurrence of cascading protection. It is shown that the circumstances which make cascading protection more likely to occur also make it more likely that this protection has serious negative welfare consequences.
    • CEO succession and the CEO's commitment to the status quo (Published Online)

      Behr, Henning; Fehre, Kerstin; Behr, Henning; Fehre, Kerstin (Springer, 2018)
      Chief executive officer (CEO) commitment to the status quo (CSQ) is expected to play an important role in any firm’s strategic adaptation. CSQ is used often as an explanation for strategic change occurring after CEO succession: new CEOs are expected to reveal a lower CSQ than established CEOs. Although widely accepted in the literature, this relationship remains imputed but unobserved. We address this research gap and analyze whether new CEOs reveal lower CSQ than established CEOs. By analyzing the letters to the shareholders of German HDAX firms, we find empirical support for our hypothesis of a lower CSQ of newly appointed CEOs compared to established CEOs. However, our detailed analyses provide a differentiated picture. We find support for a lower CSQ of successors after a forced CEO turnover compared to successors after a voluntary turnover, which indicates an influence of the mandate for change on the CEO’s CSQ. However, against the widespread assumption, we do not find support for a lower CSQ of outside successors compared to inside successors, which calls for deeper analyses of the insiderness of new CEOs. Further, our supplementary analyses propose a revised tenure effect: the widely assumed relationship of an increase in CSQ when CEO tenure increases might be driven mainly by the event of CEO succession and may not universally and continuously increase over time, pointing to a “window of opportunity” to initiate strategic change shortly after the succession event. By analyzing the relationship between CEO succession and CEO CSQ, our results contribute to the CSQ literature and provide fruitful impulses for the CEO succession literature.
    • The challenges of implementing strategy

      Verweire, Kurt; Verweire, Kurt (PM World, 2018)
      Strategy implementation is a hot topic today. Managers spend billions of dollars on consulting and training in the hope to create brilliant strategies. But all too often brilliant strategies do not translate into brilliant performance. Strategy implementation ranks high on top managers’ agendas but is a topic that has not received sufficient attention in the academic world. It seems like academics assume that if a firm has a strategy, it gets implemented automatically. But talk with managers and most will admit that their organization is experiencing significant problems with translating their strategy into concrete activities and results. Why do so many companies struggle with strategy implementation? And what can be done about it? In this article, I first present five root causes why strategy implementation is so hard. Some of these root causes deal with the quality of the strategy itself, the others deal with the topic of implementation. Then, I present a new model that tackles many of these issues. This model consists of three building blocks and is called the Strategy-Alignment-Commitment model. The article zooms in on each of the three building blocks and provides useful suggestions how to increase the success rate of your strategy implementation programs.
    • Chinese Competition in OECD Markets: Impact on the Export Position and Export Strategy of OECD Countries

      Abraham, Filip; Van Hove, J.; Abraham, Filip; Van Hove, J. (2011)
      This paper primarily intends to broaden the scope of open innovation (OI) by connecting this concept to the literature on national systems of innovation (NSI). The main assumption behind this paper is that OI entails new types of governance structures that enable companies to tap into widely distributed knowledge bases through rapidly proliferating technology markets. Given that the current state of research within NSI literature has shifted towards a functional approach, the various proposed functional portfolios within NSI are supposed to coevolve with the mechanisms that coordinate innovation activities (i.e., hierarchical, network, and technology markets). Establishing a relationship between OI and NSI enables us to extend the functional NSI portfolio to accommodate the paradigmatic shift in governance structure represented by OI.
    • Clusters in the biopharmaceutical industry: Toward a new method of analysis

      Erden, Zeynep; von Krogh, Georg; Erden, Zeynep; von Krogh, Georg (Elsevier, 2011)
      Clusters are groups of co-located and interconnected firms and institutions linked by commonalities in their strategies and complementarities in their activities and resources. There are several reasons for the geographical clustering of firms in the biopharmaceutical industry. This review unpacks some advantages and disadvantages of cluster participation, and proposes a new method to enable managers and researchers to identify clusters in the biopharmaceutical industry.
    • Competitive drivers and international plant configuration strategies: a product-level test

      Belderbos, Rene; Sleuwaegen, Leo; Belderbos, Rene; Sleuwaegen, Leo (2005)
    • Convergence in the financial services industry

      Van den Berghe, Lutgart; Verweire, Kurt; Van den Berghe, Lutgart; Verweire, Kurt (2001)
    • Convergence in the financial services industry

      Van den Berghe, Lutgart; Verweire, Kurt; Van den Berghe, Lutgart; Verweire, Kurt (2000)